Agreement Matrix Christensen

Posted: September 9, 2021 in Uncategorized

The useful tools in the upper left quadrant of the chord matrix are more outcome-oriented than process-oriented. Such “management tools” can elicit cooperation as long as there is a broad consensus that a change is consistent with why employees chose to work in the company, even if the consensus on how to achieve change is weak. Charismatic leaders, for example, respected by employees, often don`t talk about how to do things. Instead, they motivate people to “go out and do it.” Good sales managers use these tools skillfully. The matrix consisted of a larger box, divided into four smaller boxes, measured along two axes: relative market share (x) and market growth (y). Each sector of activity was represented within this matrix with a bubble proportional to the size of this company. The axes of the matrix and strategic action represent two internal dimensions (financial capacity and competitive advantage) and two external dimensions (validation of the environment and industrial power) [153]. Jamali et al. [154] use SPACE to evaluate an Iranian cement company based on four dimensions: sector attractiveness, environmental stability, competitive advantage and financial strength. The results showed that this sector can adopt an aggressive strategy, as it exploits its strengths in terms of opportunities. Based on the growth matrix, American Standard realized that its pet project was totally untenable and had to be sold.

Luckily for the company, small air conditioners being a high-growth industry, it was easy to find a buyer willing to pay a premium. The real strength of the matrix was manifested when companies also established competitors. By representing 3-4 different conglomerates competitors, the mistakes made by individual companies in the industries they wanted to maintain became much more obvious. (4) External Internal Matrix (EI). According to Allen [158], this matrix is an instrument for evaluating an organization by taking into account its internal factors (strengths and weaknesses) and its external factors (opportunities and threats). The IE matrix is similar to the BCG matrix, as both tools record a company`s activities in a schematic diagram. for this reason, both are referred to as portfolio numbers [159]. IE is based on information generated by other matrices (IFE-EFE) that collect more information, quantify it in an index that can be represented graphically, and geolocate it in one of the nine quadrants of that matrix. Tahernejad et al. [160] propose IE to examine the strategic factors that led to the loss of market for a mining company producing rocks in Iran. The same actions, considered inspiring and visionary among the collaborators in the upper left corner of the matrix, can be viewed with indifference or contempt by those in the lower quadrant. Look at the vision testimonials.

If group members agree on what they want to accomplish, statements that express where the organization needs to go can be challenging and inspiring. But if employees don`t agree on what they want, vision testimonials won`t help much to change their behavior, in addition to triggering a collective eye roll. These consulting firms pioneered many of the most important tools and frameworks that companies still use today to develop the company`s strategy: the 2×2 matrix, the Experience Curve, SWOT (Strengths, Weaknesses, Opportunities, Threats) diagrams, Porter`s Five Forces and many others. However, when big business accumulates power, the embodiment of their recipe for success in structures such as physical facilities, production systems, union agreements, organizational hierarchies, promotion policies, state regulation, and any other element of a corporate bureaucracy limits them. . . .

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